Acquisition

1.
2. Acquisition is the process of attracting and recruiting the right staff for roles in a business.
3. Acquisition involves analysing:
- the internal environment — particularly the business’s goals and culture. The focus
may be on cost containment, growth, downsizing, improved customer service or
quality, or other internal goals. This influences the demand for specific skills now and
in the future, and will help define the types of staff who will be a good fit for the
organisational culture
- the external environment — including economic conditions, competition, technology,
and legal, political and social factors.
4.

A job description or JD is a written narrative that describes the general tasks, or other related
duties, and responsibilities of a position.
A job specification lists the qualifications required for a role and is typically listed below a
job description on a job posting. It lets job candidates know what employers are looking for
and what expectations they'll need to meet. This includes minimum education experience and
skill requirements.
Remuneration is the total compensation received by an employee. It includes not only base
salary but any bonuses, commission payments, overtime pay, or other financial benefits that
an employee receives from an employer. 

5. Job Description differs from job specification, in the sense that the former is a statement that
explains the essential needs of a job whereas the latter is a statement which states the least
qualifications, required in the job holder for the performance of a particular job and
Remuneration is the total compensation received by an employee.
6.
External recruiting Internal recruiting
Description External recruitment refers Internal recruitment is when
to an organization seeking to an organization looks to fill
 fill an open position with jobs with their current
someone who does not work employees, sourcing talent
at the company. Recruiters from other teams,
or hiring managers use departments, and job
external sources to find functions within a company.
available candidates such as
social media, job sites etc.
Advantages - Selecting from more - Reduce time to hire
candidates - Cost less
- Adding fresh - Strengthen employee
perspectives engagement
- Enhancing diversity - Shorten onboarding
- Finding a specialist times
candidate
- Staying competitive
- Establishing
authority
Disadvantages - Increased costs - Create resentment
- Additional training among employees
- Effects on employee and managers
morale - Leave a gap in your
existing work force
- Limit pool of
applicants
- Result in inflexible
culture
7. Employee selection involves gathering information about each applicant and using that
information to choose the most appropriate applicant.
8. Recruitment is the process of locating and attracting the right quantity and quality of staff to
apply for employment vacancies or anticipated vacancies at the right cost. Employee selection
involves gathering information about each applicant and using that information to choose the
most appropriate applicant. Effective recruitment and employee selection involves:
- evaluating and hiring qualified job applicants who are motivated and have values and goals
aligned with the business and its culture
- a fair, non-discriminatory and legally compliant selection policy and process
- giving applicants a realistic understanding of their job description and responsibilities
- using strategies that will prove useful for later selection and placement decisions. Smart
businesses are using tools to identify gaps in skills and recruiting strategically to fill these
gaps
- using strategies that are aligned with other human resource strategies and the business’s
needs. If the business is seeking to increase gender equity, there should be female
representation on the selection panel, equitable remuneration and benefit packages, and
training and promotion opportunities.

Development
9. Upskilling.
Training and development needs change as an employee’s career develops. In the early
stages, employees may focus on gaining qualifications. As they move from one employer to
another, younger employees focus on experiencing a variety of roles to determine their
interests and talents. Later, the development of specialist or managerial competencies may
become important as employees move into senior positions. Talented staff may need to be
fast-tracked. For employees over 40, the focus may be on upgrading knowledge, mentoring or
training, managing work–life balance and transition to retirement planning. Development
focuses on enhancing the skills of the employee through:
 - further professional learning
- mentoring or coaching
- performance appraisal and management to allow them to take advantage of opportunities to
develop a career with the business. A major role of the human resource manager is to
establish effective training and development programs, train managers to implement them,
and then evaluate training programs to determine whether performance has improved as a
result of these programs.
10. Training is generally given to general employees of the Organization and aimed at a specific
task or job role. Development is long term in nature & is the capacities of Managerial level
employees are developed to improve their skills like developing relationships, often to
improve leadership, etc

11. Induction: Programs to introduce new employees to their job, co-workers and the business.
Policies and procedures, systems/software, culture and orientations
Training: Ongoing due to changes, to improve work performance to stay ahead of competitors

Databases are collections of organised information that can easily be accessed, managed, and
updated. Database systems are essential to your business because they communicate
information related to your sales transactions, product inventory, customer profiles, and
marketing activities

12. Benefits to Employees:

- Improved Skills and Knowledge: Training and development programs can help employees
acquire new skills and knowledge, enhancing their job performance and making them more
marketable and valuable to their current and future employers.
- Career Advancement Opportunities: Through training and development programs, employees
can gain new qualifications, credentials, and certifications that can lead to career
advancement opportunities and higher pay.
- Increased Job Satisfaction: Training and development programs can provide employees with a
sense of fulfillment and personal growth, leading to increased job satisfaction and motivation.
- Better Adaptation to Change: As industries and job requirements change, training and
development can help employees adapt to these changes more effectively, making them more
resilient and adaptable in their careers.

Benefits to Employers:

- Improved Employee Performance: Training and development can improve employee

performance, leading to increased productivity, higher quality work, and better customer
service.
- Reduced Turnover and Recruitment Costs: When employees receive training and
development opportunities, they are more likely to stay with their employer, reducing
turnover and the costs associated with recruitment and onboarding.
- Enhanced Competitive Edge: Well-trained employees can give an organization a competitive
edge by increasing innovation, efficiency, and quality.
- Increased Employee Engagement: Training and development programs can increase
employee engagement by showing employees that their employer values their professional
growth and development. Creation of a Learning Culture: A commitment to training and
development can create a culture of continuous learning within an organization, leading to a
more skilled and knowledgeable workforce.

Maintenance
 1. Maintenance: Maintenance is the process of managing the needs of staff for health and safety,
industrial relations and legal responsibilities, including compensation and benefits, of all staff.
Staff turnover: staff turnover, employee turnover is the number of employees leaving their
roles who need replacing. The leaving employee can be replaced by either external or internal
candidates.
Wage: payment usually of money for labour or services usually according to contract and on
an hourly, daily, or piecework basis.
Salary: Salary is a consistent payment by an employer to an employee based on a specific
position's work and services. Employers usually pay it every month, but some businesses pay
salaries weekly, fortnightly, monthly, bi-monthly or even annually.
Non-monetary benefits: Non-Monetary incentives are non-cash perks or benefits provided by
an employer to an employee. Examples of non-monetary incentives include extra time off,
work flexibility, and experiential rewards
Monetary benefits: Monetary incentives are cash or financial compensation provided by an
employer to an employee, typically in addition to their salary
Intrinsic reward: An intrinsic reward is the sense of satisfaction that an employee feels when
performing a specific task. Intrinsic rewards are especially effective when one-off tasks are
being completed, typically which are considered to be unusually challenging for an employee.

2. maintenance focuses on the processes needed to retain staff and manage their wellbeing at
work. Maintenance of staff involves looking after staff wellbeing, safety and health,
managing communications effectively, and complying with industrial agreements and legal
responsibilities.
3.
3 examples of plus Description of two
description
Monetary 1. Profit sharing 1. Profit sharing is various incentive
Benefits 2. Project bonuses plans introduced by businesses that
3. Additional paid provide direct or indirect payments to
vacation time employees that depend on company's
profitability in addition to employees'
regular salary and bonuses. 
2. Leave loading is an extra payment on
top of your annual leave pay. It is
usually 17.5% of your normal pay.
Your award, enterprise agreement or
contract will state if you are entitled to
leave loading. 
Non-monetary 1. Extra time off 1. Workplace flexibility embraces the
benefits 2. Work flexibility idea that employees can be productive
3. goodwill no matter when or where they perform
their work. Rather than enforcing a
rigid workplace environment or
schedule, workplace flexibility ack

2. Goodwill arises when a company

acquires another entire business. The
amount of goodwill is the cost to
purchase the business minus the fair
market value of the tangible assets, the
intangible assets that can be identified,
and the liabilities obtained in the
purchase.
Separation

1. Separation: the process of employees leaving voluntarily or through dismissal or retrenchment

processes.
Merger: A merger takes place when two companies combine to form a new company.
Companies merge to reduce competition, increase market share, introduce new products or
services, improve operations, and, ultimately, drive more revenue.
Takeover: A takeover occurs when one company makes a successful bid to assume control of
or acquire another. Takeovers can be done by purchasing a majority stake in the target firm.
Takeovers are also commonly done through the merger and acquisition process
Involuntary separation: occur when management decides to terminate its relationship with an
employee because of either economic necessity or a poor fit between the employee and the
organization.
Voluntary separation: Voluntary separations means employees leaving or quitting an
Organization on their own reasons but not for the decision made by their organisation . This
type can be minimized through equitable compensation, benefits programs, and the creation
of strong links between the employee and the organization.

2. Involuntary separation: occur when management decides to terminate its relationship with an
employee because of either economic necessity or a poor fit between the employee and the
organization. E.g. contract expiry, retrenchment or dismissal
Voluntary separation: Voluntary separations means employees leaving or quitting an
Organization on their own reasons but not for the decision made by their organisation . This
type can be minimized through equitable compensation, benefits programs, and the creation
of strong links between the employee and the organization. E.g. resignation, retrenchment,
redundancy

3. Voluntary redundancy is where an employee accepts an offer to have their role made
redundant by their employer. On the other hand, forced redundancy is where the employer
selects which employees will be made redundant.
4. Redundancy and retrenchment refer to employees losing their jobs, where the employees’ job
or work no longer needs to be done. It may be necessary due to a lack of work, as in the case
of a fall in demand for a product or service, or the position may have been restructured or
replaced by technology.

5. Employer also usually need to give formal written notice to the employee of termination. A
notice period will apply with employment ending at the end of the notice period. Summary
dismissal is an instant form of dismissal that applies to employees involved in gross or serious
misconduct, such as theft. Termination for misconduct must meet the test of being fair and
reasonable, given the circumstances.
6. Unfair dismissal is when an employee is dismissed from their job in a harsh, an unjust or an
unreasonable manner. The Fair Work Act protects eligible employees from losing their job in
a range of circumstances, including: if they're temporarily away from work due to
illness. because of discrimination.
7.